1. Chapter 9 Leadership
Managers versus leaders
Trait theories of leadership
Behavioral theories of leadership
Contingency theories of leadership
Contemporary leadership issues

2. Leaders are people who are able
to influence others and who
possess managerial authority.

3. Trait Theories of Leadership
Trait theories of leadership search
for traits or characteristics that
differentiate leaders from
nonleaders.

4. Six Traits That Differentiate
Leaders From nonleaders
Drive
Desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge

5. Behavioral Theories of Leadership
The styles of leadership
Two independent dimensions of leader
behaviors
Managerial grid

6. The Styles of Leadership
Autocratic style of leadership
Democratic style of leadership
Laissez-faire style of leadership

7. Autocratic style of leadership
: The term used to describe a
leader who centralizes authority,
dictates work method, makes
unilateral decisions, and limits
employee participation.

8. Democratic style of leadership:
The term used to describe a leader
who involves employees in decision
making delegates authority, encourages
participation in deciding work methods
and goals, and uses feedback to coach
employees.
This style can be further classified in
two ways: consultative and participative

9. Laissez-faire style of leadership:
The term used to describe a leader
who gives employees complete
freedom to make decisions and to
decide on work method.

10. Two Dimensions of Leader Behaviors
Ohio state university’s research:
Initiating structure: the extent to which a
leader defines and structures his or her role
and the roles of employees to attain goals.
Consideration: the extent to which a leader
has job relationships characterized by mutual
trust, respect for employees’ ideas, and
regard for their feelings.

11. University of Michigan’s research:
Employee oriented: leaders emphasize
interpersonal relations, take a personal interest
in the needs of employees, and accept
individual difference.
Production oriented : leaders emphasize the
technical or task aspects of a job, are
concerned mainly with accomplishing tasks, and
regards group members as a means to
accomplishing goals.

12. 9
8 1,9 country club
management
7
1,1 impoverished
6 management
5 9,1 task management
9,9 team management
4
e poep r o n ec no C
5,5 middle of the
3
road management
2
f r
1
1 2 3 4 5 6 7 8 9
Concern for production
l
Exhibit 9-1 the Managerial Grid

13. Contingency Theories of Leadership
Fiedler model
Path-goal theory
Situational leadership

14. LPC(least-preferred coworker
questionnaire)
This is a questionnaire that measures whether
a person is task or relationship oriented.
Three situational factors
Matching the leader’s style with the
situations

15. Leader-member relations: The
degree of confidence, trust, and respect
subordinates have in their leader.
Task structure: The degree to which
the job assignments of subordinates are
structured or unstructured.
Position power: The degree of
influence a leader has over power
variables such as hiring, firing, discipline,
promotions, and salary increase.

16. Relationship-oriented
Performance Task-oriented
Good
Poor
Favorable Moderate Unfavorable
Category
Ⅰ Ⅱ Ⅲ Ⅳ Ⅴ Ⅵ Ⅶ Ⅷ
Leader-member
relations Good Good Good Good Poor Poor Poor Poor
Task structure High High Low Low High High Low Low
Position power Strong Weak Strong Weak Strong Weak Strong Weak
Exhibit 9-2 the Findings of Fiedler Model

17. Environmental contingency factors
•Task structure
•Formal authority system
•Work group
Leader behavior
• Directive Outcomes
•Supportive •Performance
•Participative •Satisfaction
•Achievement oriented
Employee contingency factors
•Locus of control
•Experience
•Perceived ability
Exhibit 9-3 Path-goal Theory

18. High S1: high task and low
S3 S2 relationship
Participating S2: high task and high
Selling
relationship
Delegating S3: high relationship
Telling
and low task
S4 S1
S4: low relationship
r o va he b p hs no t a e R
Low High and low task
Task behavior
i l
R4 R3 R2 R1
Able Able Unable Unable Readiness refers to the extend
i
and and and and
willing unwilling willing unwilling which people have the ability
High Low and the willingness to
Moderate accomplish a specific task
i
Follower readiness
Exhibit 9-4 Situational Leadership Model

19. Liaisons with
Coaches External constituents
Effective
Team leadership
Roles
Conflict managers Troubleshooters
Exhibit 9-5 Team Leadership